Now showing 1 - 7 of 7
  • Publication
    What's Your Strategy for Supply Chain Disclosure?
    (Sloan Management Review Association, 2016-01) ; ; ;
    We live in an era where many organizations operate highly complex and globalized supply chains. While these supply chains are now required to be lean, agile and sustainable, they are also the focus of growing attention from a variety of external stakeholders seeking information that includes and frequently exceeds what the company is legally obliged to disclose. However, many companies have limited visibility of their supply chain information, have a poor understanding of their capabilities for capturing and reporting this information and have not overtly considered their supply chain information disclosure strategy. In this article we discuss the pressures on companies to disclose supply chain information, the drivers and impediments to supply chain disclosure, and the types of supply chain information typically made available to the public. Finally, we identify the broad disclosure strategies companies can use to release supply chain information and offer managers guidance on designing the optimal disclosure strategy for their company.
  • Publication
    Environmental and Social Supply Chain Management Sustainability Practices: Construct Development and Measurement
    The purpose of this paper is to conceptualise and operationalise the concept of supply chain management sustainability practices. Based on a multi-stage procedure involving a literature review, expert Q-sort and pre-test process, pilot test, and survey of 156 supply chain directors and managers in Ireland, we develop a multidimensional conceptualisation and measure of social and environmental supply chain management sustainability practices. The research findings show theoretically-sound constructs based on four underlying sustainable supply chain management practices: monitoring, implementing systems, new product and process development and strategy redefinition. A two-factor model is then identified as the most reliable: comprising process-based and market-based practices.
  • Publication
    Piggy in the Middle: How Direct Customer Power Impacts First-tier Supplier Socially Responsible Procurement Practices and Performance
    Companies are faced with a choice of which type of power to use in their efforts to persuade their first-tier suppliers to adopt socially responsible procurement practices with key second-tier suppliers. However, we know little about how first-tier suppliers will react to different types of power and which are most effective in encouraging the adoption of socially responsible procurement practices. We are also ignorant of the impact of these practices on first-tier suppliers' performance. This paper uses bases of power theory to examine the impact of buyer companies' power usage (non-mediated and mediated) on first-tier suppliers’ adoption of socially responsible procurement practices (process-based and market-based) with their own (second-tier) suppliers. We surveyed managers responsible for sustainable supply chain management in 156 firms and analyzed the results using structural equation modeling. Our findings show that non-mediated power use (expert and referent) influences the adoption of process-based and market-based practices, while mediated power use (coercion, legitimacy and reward) has no significant impact on the adoption of either type of practice. Additionally, we find that the adoption of market-based socially responsible procurement practices leads to enhanced performance for first-tier suppliers who adopt these practices with their second-tier suppliers.
      522Scopus© Citations 70
  • Publication
    Impact of social sustainability orientation and supply chain practices on operational performance
    Purpose: Socially sustainable supply chain (SSSC) practices address pressing social issues and may provide operational benefits as well as positive impacts on society. However, due to gaps in the current knowledge, it is difficult to know what practices will provide benefits and what management orientations can maximize the impact of these practices on operational performance. The purpose of this paper is to advance the knowledge on the effect of social sustainability orientation on operational performance by examining the mediating roles of basic and advanced SSSC practices and the moderating role of long-term orientation (LTO). Design/methodology/approach: Data were collected through a survey of US-based companies about their relationships with key suppliers. Confirmatory factor analysis and multiple regression were used to test the proposed moderated mediation model. Findings: Surprisingly, sustainability orientation predicts operational performance through advanced but not basic SSSC practices. Results also indicate that the effect of sustainability orientation on operational performance is significantly moderated by LTO. Research limitations/implications: Results are limited by the US context, the cross-sectional nature of the research, the use of a single-respondent survey instrument and the challenges of measuring LTO. Practical implications: Managers and policymakers should be aware of the limitations of adopting basic SSSC practices on the performance of their operations. Advanced practices provide a more robust business case and significantly and positively impact operational performance. In addition, the interaction of a sustainability orientation and LTO can lead to even greater improvements in firms’ operational performance. Firms with the highest levels of social sustainability and LTOs attain superior operational performance. Originality/value: This study contributes to the growing literature on sustainable supply chain management (SSCM) and extends this literature by focusing on social sustainability practices, identifying specific practices that impact and the orientations that maximize operational performance. The authors contribute to the growing literature on the importance of manager’s temporal orientation and provide nuance to emerging SSCM theory by exposing the interplay of these orientations and the impact of SSSC practice adoption.
      82Scopus© Citations 128
  • Publication
    Going above and beyond: How sustainability culture and entrepreneurial orientation drive social sustainability supply chain practice adoption
    Purpose - This paper examines what drives the adoption of different social sustainability supply chain practices. Research has shown certain factors drive the adoption of environmental sustainability practices but few focus on social supply chain practices; delineate which practices are adopted ; or what drives their adoption . We examine the facilitative role of sustainability culture to explain the adoption basic social sustainability supply chain practices, consisting of monitoring and management systems and advanced social sustainability supply chain practices, which are new product and process development and strategic supply chain redefinition. We then explore the role played by a firm’s entrepreneurial orientation in shaping and reinforcing the relationship betwe en sustainability culture and the adoption of social sustainability supply chain practices. Design/methodology/approach - A survey of 156 supply chain managers in multiple industries in Ireland was conducted to test the relationship between the variables. Findings - Our findings show that sustainability culture is positively related to all the practices and entrepreneurial orientation impacts and moderates social sustainability culture only in advanced social sustainability supply chain practice adoption . Research limitations/implications – As with any survey this is a single point in time with a single respondent , is cross - sectional in nature and conducted in one country . Implications for managers include developing and fostering cultur al attributes in the organisation to implement social sustainability supply chain management practices that go beyond monitoring suppliers to behavioural changes in the supply chain with implications beyond the dyad of b uyer and supplier to lower tier suppliers and the community surrounding the supply chain. Originality/value – This is the first time, to the authors’ knowledge , that cultur al and entrepreneurial variables have been tested for social sustainability supply chain practices giving us new insight into how and why social sustainability supply chain practices are adopted. It also applies a strategic choice theory lens to explore variability in the adoption of different sustainable supply chain practice and presents a view of the role of the supply chain managers as active creators and enactors of their environment.
      2782Scopus© Citations 226
  • Publication
    Tools and Technologies of Transparency in Sustainable Global Supply Chains
    This article explores the role that technology plays in creating and fostering transparency in global supply chains. Transparency is deemed vital in the creation of sustainable and resilient supply chains and overall effective corporate governance. There are two distinct orientations toward the use of technology by multinational corporations (MNCs) in creating sustainability transparency within their global supply chains: control and relational. A control orientation views technology as a tool to gather the ever-increasing levels of sustainability data on supplier practices in an efficient, secure, and progressively automated manner. A relational orientation adopts a view where technology is a tool to help build social relations and improve dialogue and collaboration on sustainability throughout the supply chain. A key difference in the two orientations lies in the mindset of the MNC manager toward the development of supply chain sustainability transparency. The article illustrates the effective application of both approaches and offers advice to managers on the design choices they need to consider in choosing technologies.
      27Scopus© Citations 24
  • Publication
    How Does it Pay to be Green and Good? The Impact of Environmental and Social Supply Chain Practices on Operational and Competitive Outcomes
    (Springer, 2015-01-01) ;
    Although much has been written about whether it pays to be green, few researchers ask does it pay to be good and fewer still offer insights into which practices pay and which do not. This chapter addresses a key missing link in supply chain management by identifying which environmentally and socially sustainable supply chain management practices impact the operational and competitive outcomes of firms. The research literature has presented a diverse catalogue of measures of supply chain sustainability practices. In this chapter we have consolidated and synthesised existing measures in an effort to test the relationship between established sustainability practices and outcomes which allow firms to create a business case for both environmental and social sustainability practices. In doing so, we arrived at four environmental and four social supply chain sustainability practices with similar themes: monitoring; management systems; new product and process development; and strategy re-definition. A key outcome of this examination is that social sustainability practices pay more than environmental sustainability practices. This finding suggests that it might be advantageous for companies to invest their resources in social new product and process development as well as social supply chain re-definition focusing on social issues and in environmental monitoring and developing new environmental products and processes.
      28Scopus© Citations 6